Sustainability continued
Social
From those conversations we recognised the opportunity to create a global people managers’ forum to support them to manage the drivers of engagement – it enables them to get closer to their local executive member and our HR team has created a dedicated resource centre to further support people managers and to improve how we listen at every level of the organisation. Building on the UK colleague forum pilot launched in the previous year, we extended the colleague forums to our operations in Spain, Australia, Singapore and Japan and our Global Software Resilience business and Group functions, and we launched a new Works Council for colleagues in Denmark alongside our existing Works Council in the Netherlands. We ran our annual b:Heard employee engagement survey with Best Companies, increasing our response rate to 81.85% (up nearly 2%) on the prior year, and continuing to improve our colleague engagement score to 642.7 (626.9 in 2019). While still within Best Companies’ index of “one to watch” companies, through robust local and global action planning and active listening we strive to match our world-class participation rate with a world-class engagement score of 3*. The investment in our Manager Essentials programme can be seen in the results from our engagement survey where 77% of eligible managers were recognised by their teams:
Each day at NCC Group our technologists and professionals wake up with one mission – to help make the world safer and more secure. Together they form a phenomenal knowledge network, collaborating, innovating and delivering value to our customers. This culture is important to us and we strive to create a great place to work, a place where everyone is welcome and can be successful.
We are guided by our Code of Ethics – treat everyone and everything with respect; our common values are:
We work together
No matter how brilliant an individual might be, they are no match for a team. Our best and most impactful work has always resulted from collaboration. We act in the best interests of the whole Group and we never miss an opportunity to help each other and our customers. We exist to help keep our customers safe and secure – the better we understand our customers and their values, the better we can help them thrive. So, we work closely with our customers too.
We are brilliantly creative
We like to win. We like to, and we are good at, solving hard problems. We work hard but, in our world, success does not just come from hard work – it comes from looking at things differently and never being satisfied with the way things are. In being brilliantly creative, we need to work together – we expect collaboration, innovation, and diversity, which brings us onto our third value…
Good
20.5%
Very good
18%
We embrace difference
Outstanding
The ability to think in a different way (to, for example, how systems were intended to be used) is what leads to much cyber vulnerability and is the cornerstone of the security testing and risk work we do.
18%
World class
So, we work together, we are brilliantly creative and:
20.5%
• We welcome and actively seek out diversity in our thinking and in our internal representation • We seek constructive challenge as we gather information before making a decision • We want to keep our quirky and distinctive culture (unusual in an attractive and interesting way) Listening to colleagues During the past year, we continued to improve how we listen to colleagues both at a global and a local level. We created a monthly team engagement pack for managers to talk to their teams about various aspects of our business – all with the aim to ensure we kept connected to our mission, vision, values, and strategy despite the isolation of the pandemic restrictions. These monthly sessions encouraged teams to talk, explore and feed back – not just about our business operations but also how they were feeling.
Jennifer Duvalier, our designated Non-Executive Director for colleague engagement, continued to meet with colleagues around the world virtually, extending our listening ability, and you can read more about her experience on page 80. Regular town hall events and the creation of virtual communities using Microsoft Teams gave more opportunities for us to improve how we listen and learn through our day-to-day operations. Visible leadership played a critical role in this improvement and even more so due to the continued isolation of colleagues due to the ongoing pandemic restrictions.
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NCC Group plc — Annual report and accounts for the year ended 31 May 2021
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